Preparing Your CEO's Replacement
The Board of a £35m 'Not for Profit' organisation based in Thailand, but registered in the UK, and the Founding CEO both recognised that there was a political and advancement risk if something unexpected happened to him. No formal succession existed and the lean internal structure did not lend itself to developing a replacement.
The Founding CEO and the Board recognised the importance of developing the next CEO from within the organisation, to ensure continuity with all the critical relationships. These included many government development agencies, national charities, local government leaders, officials and suppliers.
The new reorganisation structure was approved by the Board and additional governance changes recommended. The new structure was progressively introduced. The leadership team now have wider responsibility, exposure and access to critical relationships. A formal succession process is now viable.
